1
Q
- You recently took over a project in the middle of executing from another project
manager who left the organization. You became extremely worried to find out that a
substantial amount of new change requests are coming from your key stakeholders,
customers, and even from your manager. You are anxious that the changes will
drastically increase the cost and time of the project, and you are not sure about how to
process these incoming change requests. What should you refer to for any kind of help
in this situation?
A. The previous project manager who can provide guidance and relevant information
B. The project charter to find out the key success criteria from the stakeholders
C. The project requirements document to know more about the project requirements
D. The project management plan
A
- D: Only the project management plan contains the details about how to process, monitor, and control changes in a project.
2
Q
- John, the project manager, is in the process of Develop Project Charter to develop a
document to formally authorize a project or a phase and identify the business objectives
and needs, current understanding of the stakeholders’ expectations, and the new
product, service, or result that it is intended to satisfy. Which one of the following is NOT
an input to this Develop Project Charter process?
A. Project benefits management plan
B. Business case
C. Agreements
D. Project management plan
A
- D: The project management plan is developed later in the Develop Project Management Plan process, not in the Develop Project Charter process.
3
Q
- Which one of the following is FALSE about change management in a project?
A. “Influencing the factors that affect change” means determining the source of
changes and fixing the root causes.
B. Whenever there is a change request, the project manager should evaluate the
impact on project objectives such as scope, time, cost, quality, risk, resources, and
other factors.
C. The project manager should make all the effort to prevent unnecessary changes in
the project.
D. The project manager should make the change happen as soon as possible to meet
and exceed customer expectations.
A
- D: The project manager should not implement any change request prior to evaluating
the impact of the change and receiving approval from the change control board.
4
Q
- Which one of the following statements is NOT true about the project management plan?
A. It is a single-approved document that defines how the project is executed,
monitored and controlled, and closed.
B. It is developed through a series of integrated processes.
C. It is progressively elaborated by updates and controlled and approved through the
Perform Integrated Change Control process.
D. It provides project inputs, tools & techniques, and outputs to be used on the project
for the purpose of managing the product of the project.
A
- D: The project management plan, developed through a series of integrated processes, is a single-approved document that defines how the project is executed, how it is monitored and controlled, and how it is closed. Generally, the project plan is considered to be a guide that is expected to change throughout the project life cycle, and any such change should be controlled and approved through the Perform Integrated Change Control process.
5
Q
- You are a technical specialist and domain expert working on an IT project to implement a new console video game. There is a change control process in place, and the project scope is already signed off by the sponsor and key stakeholders. While having a casual conversation with one of the stakeholders, you realize that a simple change in the design will add a great feature to the project. Since there is no visible impact, you made the change to the project without informing the project manager. What kind of reaction should you expect from the project manager?
A. The project manager should simply ignore the change since it had no visible impact.
B. You should be informed that your action was inconsistent with the change
management plan, and this kind of unauthorized action should not be repeated
again.
C. The project manager should get the customer sign-off on the implemented change.
D. You should be recognized for exceeding customer expectations without affecting
the project cost or schedule.
A
- B: It may seem like there is no visible impact on time and cost for a minor change, but
it can result in significant scope creep and may impact other project constraints such as
risk, customer satisfaction, quality, and other things. The change control process should
be followed by everyone on the project team. A team member should consult with the
project manager prior to making a design change to evaluate the possible impact on all
the different constraints.
6
Q
- You are approaching the end of your project and have been asked to release the
resources so that they can be assigned to other projects. Before releasing the resources, you want to make sure that you have completed the necessary actions. Which of the following is the correct order of actions that you take during the closing process?
A. Get formal acceptance, write lessons learned, release the team, and close the
contract.
B. Get formal acceptance, release the team, write lessons learned, and close the
contract.
C. Write lessons learned, release the team, get formal acceptance, and close the
contract.
D. Release the team, get formal acceptance, close the contract, and write lessons
learned.
A
- A: You should not release the team until the lessons learned are documented and added to the organizational process assets, as you need the team’s help with the lessons learned. Most contracts have payment terms that allow for some period of time before full payment is required; thus, the last thing you do on the project is close the contract.
7
Q
- While overseeing the implementation of a new computer infrastructure at the local
hospital, you notice that a substantial amount of change requests have originated
from one single key stakeholder. The stakeholder is also insisting that all of his requests
should be implemented as soon as possible. What will be your BEST course of action?
A. Ask the sponsor to have a discussion with the key stakeholder and ask him not to
request so many changes to the project.
B. Call the stakeholder and request him not to send any more change requests.
C. Have a meeting with the stakeholder to review the change process in the project and
determine the causes of his changes.
D. Assign a team member to work solely with the stakeholder to understand his needs
and expectations.
A
- C: The most appropriate action is to ensure that the stakeholder fully understands the project scope of work and the change control process. It is also very important to identify the root causes of his changes. You should have a meeting with the stakeholder first and get all the details prior to meeting with the sponsor about your concern.
8
Q
- Which one of the following statements is FALSE about the Project Management
Information System (PMIS)?
A. It can be electronic or manual.
B. It is an automated system that can serve as a repository for information and a tool to
assist with communication and with tracking documents and deliverables.
C. It consists of the data sources and the tools & techniques used to gather, integrate,
analyze, and disseminate the results of the combined outputs of the project
management processes.
D. It defines how the project is executed, monitored and controlled, and closed.
A
- D: The project management plan defines how the project is executed, monitored and controlled, and closed (not the project management information system). The project management information system, which can be electronic or manual, is used to track project information and performance. Such information kept by these systems can include the tracking of time worked, project costs, and other factors that would be communicated to project stakeholders.
9
Q
- Ashley is overseeing an IT project to implement a payroll system for a local doctor’s
office. The project has twelve team members and nine stakeholders, and it is supposed to be completed in six months. Ashley was unaware that a modification request to the product specifications by one of the stakeholders was immediately implemented by the
project team. During the final testing, Ashley was surprised to find out that there was a
major variance between the actual test results and the planned results. Which one of the
following is a contribution to this kind of adverse consequence?
A. Poor quality management plan
B. Lack of commitment to the change control process
C. Poor definition of the test plan
D. Lack of adherence to the communication plan
A
- B: There is no indication that there is anything wrong with the quality plan, test plan, or communication plan. The change control process was not properly followed in this case. Failure to follow the agreed-upon change control processes may create adverse risk situations and jeopardize the entire project.
10
Q
- You just received a change request from the customer, which will require an additional $2,000 and will also delay the project by two weeks. The customer mentioned that they were okay with the delay and were willing to pay for the extra amount as the new change will drastically improve their business automation. As per your organizational policy, you are supposed to get the project office’s approval for any change that will extend the project duration by more than a week. What should you do in this situation?
A. Discuss the change with the project office.
B. Do not allow the change since it would extend the project duration by more than
one week.
C. Allow the change and ask a team member to implement it since it will drastically
help the customer and the customer is paying for the change anyway.
D. Advise the customer to take the change request to the project office and explain to
them the importance of the change and his/her willingness to pay for it.
A
- A: Any kind of organizational policy, process, or guideline must be followed, and the project manager should discuss the change request with the project office. The project
manager simply should not approve or deny a change request as the Change Control
Board (CCB) is responsible for approving or denying a change request after evaluating it.
The customer should not do the project manager’s job and take the change request to
the project office.
11
Q
- The Project Management Information System (PMIS), such as any automated system that can be utilized during the Direct and Manage Project Work process, will include all of the following EXCEPT:
A. A tool & technique to identify the internal and external stakeholders.
B. An information collection and distribution system.
C. A configuration management system.
D. A scheduling software tool.
A
- A: Stakeholder identification is a continuous, complex, and manual process carried on by the project manager and the team members throughout the project. The Project Management Information System (PMIS) can be used for collecting and distributing information; describing the different versions and characteristics of the product, service, or result (Configuration Management System); and scheduling.
12
Q
- One of your colleagues recently took over a project and expressed her concern to you about the new changes that may be streaming in from various sources. What is the best piece of advice you can offer her regarding changes and where she should devote most of her attention?
A. Implementing changes as accurately as possible
B. Tracking and recording all changes as accurately as possible
C. Preventing unnecessary changes in the project as much as possible
D. Informing the sponsor about all changes
A
- C: The project manager should be focusing on all of these options, but he/she should be very proactive and always try to prevent the unnecessary changes as much as possible.
13
Q
13. You are a project manager at a dairy farm that offers several dairy products to its clients in different states, especially on the West Coast. You have sent a few of your team members to China to get specialized training on a spectacular dairy food processing equipment recently introduced in the market. The team members just completed the training, and this is one of the work results you have collected and recorded. This output describes which of the following in the Direct and Manage Project Work process? A. Deliverables B. Work performance information C. Change requests D. Project management plan update
A
- A: This output describes a deliverable. Note that deliverables can be intangibles, such as the completion of a training program.
14
Q
- All of the following statements are true regarding assumptions EXCEPT:
A. Assumptions are factors used for planning purposes and may be communicated to a project team by several different stakeholders.
B. Assumptions are generally considered to be true, real or certain, and nonfactual.
C. Assumptions are absolute and non negotiable.
D. Failure to validate assumptions may result in significant risk events.
A
- C: Assumptions are not based on factual information, and failure to validate may result in significant risk events. Assumptions are documented mostly during the project initiating and planning processes. These assumptions are not absolute and can be negotiable.
15
Q
- You are one of the members of the project prioritization and selection committee in
your organization. The selection team is debating between two projects, which are both considered to be very important. The organization has to make an initial investment of $250,000 with expected cash inflows of $75,000 in the first year and $25,000 per quarter thereafter for the first project. The second project has a payback period of thirty-five months. Based solely on this information, which project should the selection committee recommend?
A. First project as it has a smaller payback period
B. Second project as it has a smaller payback period
C. None of them since both of them have the same payback period
D. Either of the two projects since payback period is not important
A
- A: The first project will have the cash inflows of $75,000 in the first twelve months
($250,000 – $ 75,000 = $175,000), and for the rest of the investment, it will take seven quarters to recapture it; thus, for the first project, the total payback period is 12 +
21 (each quarter has three months; thus, seven quarters have 7 * 3 = 21 months) = 33
months. The first project has a smaller payback period than that of the second project;
thus, we should select the first project.
16
Q
16. You are the project manager for a cable service provider that is providing Internet, TV, and phone service throughout the United States. Your company recently introduced its service in Canada and made you the project manager for a critical project, which is two years long. You are reporting on project elements such as deliverable status, schedule progress, resource utilization, costs incurred, and others. Which of the following inputs of the Monitor and Control Project Work does this describe? A. Deliverables B. Work performance information C. Change requests D. Project management plan
A
- B: Work performance information describes how far along a deliverable is and how it is progressing against the plan. It can include several work performance data of interest,
such as deliverable status, schedule progress, resource utilization, costs incurred, and
quality standards.
17
Q
- While managing a large construction project, you are ready to assign resources to the project using a work authorization system. All of the following statements are true about a work authorization system EXCEPT:
A. It is a formal, documented procedure to describe how to authorize and initiate work
in the correct sequence at the appropriate time.
B. It is a tool & technique of the Monitor and Control Project Work process.
C. It is a component of the enterprise environmental factors, which are inputs in the
Monitor and Control Project Work process.
D. It is used throughout the project executing process.
A
- B: A work authorization system is not a tool & technique of the project monitoring &
controlling process. It is a subset of the Project Management Information System (PMIS).
It is a formal, documented procedure to describe how to authorize and initiate work in
the correct sequence at the appropriate time and is used throughout the executing process
group.
18
Q
- You are the project manager for ITPro Consultancy. You have a project in mind that
will be able to meet the strategic objective of your organization. While evaluating
the project, your team found out that the project would cost $600,000. Since you are
introducing a new potential product in the market, you are very hopeful that your
expected inflows will be $30,000 per quarter for the first two years and then $90,000 per quarter thereafter. What is the payback period of this project?
A. Thirty-six months
B. Thirty-eight months
C. Forty-eight months
D. Fifty-two months
A
- A: The cash inflow is $30,000 per quarter, so in the first year the project will get back $120,000 in four quarters. In the first two years, the project will have a return of
$240,000. The remaining investment will be $600,000 – $240,000 = $360,000. It will take four quarters or twelve months to have it back at a rate of $90,000 per quarter in the third year. The total amount of time it will take to get the entire investment back will be 24 months + 12 months = 36 months, or three years.
19
Q
- While managing a data recovery project, you are performing the following activities: comparing actual project performance against the project management plan, analyzing,
tracking, monitoring project risks, assessing performance to determine whether any
corrective or preventive actions are required, providing information to support status
reporting, monitoring implementation of approved changes, providing forecasts to
update current costs and schedule information, and other things. Which process are you
in at this time?
A. Manage Stakeholder Expectations
B. Monitor and Control Risks
C. Direct and Manage Project Work
D. Monitor and Control Project Work
A
- D: All these activities are performed in the Monitor and Control Project Work process.
20
Q
- A project manager for a pharmaceutical project is reviewing the project contract and
going through the narrative description of products and services to be supplied under
the contract. He is meeting with subject matter experts, key stakeholders, and business
analysts to evaluate whether or not the project is worth the required investment of $1
million. He also asked the team members to carry out a feasibility study on the project
and report to him the findings as soon as possible. Which of the following documents
would be created as an output in the process?
A. Project management plan
B. Project statement of work
C. Project charter
D. Project requirement document
A
- C: The project manager is in the Develop Project Charter process in project integration management. The output of this process is a project charter, which is used to formally initiate a project. In this case, the project manager is using a Statement of Work (SOW) to understand the product requirements and descriptions. The project will be initiated under the contract, and the SOW was given to the project manager by the client.
21
Q
- All of the following statements regarding integration management are true EXCEPT:
A. The need for integration management is one of the major driving forces for
communication in a project.
B. Project integration is a key responsibility of the project team.
C. The project manager’s role as an integrator is to put all the pieces of a project into a cohesive whole.
D. Project integration management is the set of combined processes implemented
by the project manager to ensure all the elements of the project are effectively
coordinated.
A
- B: Project integration is a key responsibility of the project manager.
22
Q
- The scope management plan, schedule management plan, cost management plan,
change management plan, and others are which one of the following to the project
plan?
A. Subsidiaries
B. Appendixes
C. Constraints
D. Glossary
A
- A: The subsidiary plans are usually included to support the overall project management plan and are developed for the purpose of providing more detailed information, guidelines, and control processes for specifically defined project elements or planning components. These are the outputs of some of the other planning processes associated with scope, time, cost, quality, human resources, communications, risk, procurement, and stakeholder management. Additional plans such as change management, process improvement, and configuration management plans, can also be added to the projectmanagement plan.
23
Q
23. You are working on a construction project and successfully completed all the work. Your stakeholders were very pleased and recently communicated their final acceptance of the project. You are now meeting with your team to update the organizational process assets with a record of knowledge gained about the project to help future project managers with their projects. Once the lessons learned is completed, what should you do next? A. Release the team. B. Close the contract. C. Get formal acceptance. D. Write lessons learned.
A
- A: You should release the team once the lessons learned are documented and added to the organizational process assets. Most contracts have payment terms that allow for some period of time before full payment is required; thus, the last thing you do on the project is close the contract. When closing the project, the order should be: get formal acceptance, write lessons learned, release the team, and close the contract.
